Overview
Lumify Group provides IT training and professional development, helping individuals and organisations build the skills to navigate technological change. Its transition from DDLS to Lumify introduced a new name and identity across Lumify Group, Lumify Work, Lumify Learn, and Lumify People.
As the in-house Senior Graphic Designer, I participated in discovery sessions and senior leadership discussions throughout the rebrand, contributing in an advisory capacity. An external branding agency developed the name, visual identity, and guidelines. My responsibility was to bring that identity into everyday use.
Working primarily on the Australian rollout, I designed marketing materials across digital and print touchpoints, covering execution outside video. The task required sustained attention to how four related brands could communicate to different audiences while remaining recognisably Lumify.
Challenge
Lumify Group provides IT training and professional development, helping individuals and organisations build the skills to navigate technological change. Its transition from DDLS to Lumify introduced a new name and identity across Lumify Group, Lumify Work, Lumify Learn, and Lumify People.
As the in-house Senior Graphic Designer, I participated in discovery sessions and senior leadership discussions throughout the rebrand, contributing in an advisory capacity. An external branding agency developed the name, visual identity, and guidelines. My responsibility was to bring that identity into everyday use.
Working primarily on the Australian rollout, I designed marketing materials across digital and print touchpoints, covering execution outside video. The task required sustained attention to how four related brands could communicate to different audiences while remaining recognisably Lumify.
The Insight
Although the brands served different audiences, they shared a connection to technology, learning, and professional growth. Their imagery could reflect different career stages and learning needs while remaining part of a related visual world.
That relationship needed to be reinforced through repeated use. A recognisable identity depends on many individual communications carrying familiar cues over time.
The rollout also highlighted a difference between internal and external exposure. Marketing teams see assets together, review multiple versions, and work with the same identity daily. Customers encounter selected pieces in a feed, a brochure, or an event. Internal fatigue alone was therefore an incomplete measure of whether the visual approach needed to change.
The Strategy
I used the agency’s guidelines as the foundation for execution, maintaining recurring layouts and shared brand elements across the four brands. Colour, photography, and the selection of 3D elements provided differentiation within that consistent structure.
To support the volume of work, I built a detailed marketing asset library accessible through a third-party portal. It gave marketing teams and external agencies an organised source of brand materials, making approved assets easier to find and use across communications.
There was also room for campaign-specific expression. For a Lumify Learn campaign aimed at university students approaching their break, the message encouraged them to explore other career options through courses. I introduced emojis to suit the audience and occasion, developing their appearance from Lumify’s existing icon style.
This gave the campaign a distinct character while keeping its connection to the wider identity intact. The same principle guided the rollout: adapt the expression to the message while retaining the visual cues that make it recognisable.
Impact
The rollout established a consistent visual presence across Lumify Group, Work, Learn, and People. The shared asset library supported ongoing production by giving internal teams and external partners access to the same organised resources.
The Lumify Learn campaign generated enquiries and enrolments, providing a practical example of how an audience-specific variation could work within the identity.
The transition also required adjustments. Requests to include “Formerly known as DDLS” on marketing materials highlighted the need to make the relationship between the established name and the new brand more explicit.
Maintaining consistency remained an ongoing responsibility. Some work was commissioned independently without my review, and access to the library did not always translate into consistent application. The experience showed that shared resources were most effective when supported by shared commitment and a clear review process.
Iteration Notes
Looking back, I would have been more vocal about why repetition mattered, particularly while the new name and identity were still becoming familiar.
When teams expressed fatigue with the design, I could have explained more clearly how their exposure differed from the audience’s. Seeing an entire collection of marketing materials every day can make consistency feel repetitive. For someone encountering only a few of those materials, the same recurring elements can help connect each message to the brand.
I would also advocate for a clearer review process across internal teams and external agencies. The asset library made consistent execution possible, but alignment still depended on how people chose to use it.
This project strengthened my understanding of brand stewardship. It requires patience in execution, judgement about when to introduce variety, and the confidence to explain why certain elements should remain familiar. Those conversations are part of the design work, and I would give them greater attention from the outset.
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